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Fundamentals of Management, 10e, Global Edition (Robbins) Chapter 12 Leadership and Trust 1) Because leading is one of the four basic managerial functions, ________ leaders. A) all managers are B) all managers should be C) some managers are D) some managers should be Answer: B Explanation: As one of four basic managerial functions, leading is one of the things that defines what a manager does, so all managers should be leaders, making that the correct response. Since some managers clearly are not leaders, the remaining three choices are not correct responses. Diff: 2 AACSB: Analytical thinking LO: 12.1: Define leader and leadership. 2) A leader is someone who has managerial authority and can influence others. Answer: TRUE Explanation: A leader needs to be someone who has both the authority to make others follow his or her path and the ability to change how other people behave. Diff: 2 LO: 12.1: Define leader and leadership. 3) Leadership identifies a process while leader identifies a person. Answer: TRUE Explanation: Leadership is the process of helping others achieve their goals. A leader is an individual who carries out the process of leadership. Diff: 1 LO: 12.1: Define leader and leadership. 4) Ideally, all managers should not be leaders. Answer: FALSE Explanation: Leadership is one of the four basic functions of a manager, so all managers in one way or another should take on the role of leadership. Diff: 1 LO: 12.1: Define leader and leadership.

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5) Early leadership trait research looked to find characteristics that might ________. A) distinguish ordinary leaders from great leaders B) define charisma C) identify the physical traits of leaders D) differentiate leaders from non-leaders Answer: D Explanation: Early leadership studies looked to find the traits that could distinguish leaders from non-leaders. These efforts proved to be largely unsuccessful as leadership seemed to be hard to define precisely and it varied from situation to situation. Early studies were somewhat concerned with finding great leaders or understanding charisma as a basic leadership trait, but these were not primary concerns of early investigators, so they are incorrect responses. Physical traits of leaders were never a concern of early or contemporary leadership scholars, so that choice is incorrect. Diff: 2 AACSB: Analytical thinking LO: 12.2: Compare and contrast early leadership theories. 6) Leaders are ________. A) individual people, while leadership is a process B) the first step in the leadership process C) individual people who study the leadership process. D) the final step in the leadership process. Answer: A Explanation: Leaders are individual people, not part of a process, which rules out the two choices regarding steps. Leadership itself is a process, making "individual people, while leadership is a process" the correct response since it correctly identifies leaders as individual people and leadership as a process of leading others. Leaders do not simply study leadership, as the remaining choice indicates, but actually guide and influence others toward goals. Diff: 2 AACSB: Analytical thinking LO: 12.2: Compare and contrast early leadership theories. 7) If a trait theory of leadership were true, then all leaders would possess ________. A) charisma B) the same traits C) different traits D) seven traits Answer: B Explanation: If the trait theory were true, then all leaders would have the same universal traits, making "the same traits" the correct response. If all leaders had the same traits, then they clearly could not have different traits, eliminating that choice as a correct answer. The remaining two choices can be ruled out because they are too specific–a trait leadership theory could be true and not have precisely seven traits or not include charisma as a trait. Diff: 2 AACSB: Analytical thinking LO: 12.2: Compare and contrast early leadership theories. 2 Copyright © 2017 Pearson Education, Ltd.

8) Which of the following is NOT one of the eight traits associated with leadership? A) Drive B) Intelligence C) Introversion D) Job-relevant knowledge Answer: C Explanation: Early efforts to distinguish leaders from non-leaders identified eight traits for successful leadership; these include drive, intelligence and job relevant knowledge. Introversion was not one of these traits (extroversion was), making this the correct answer. Diff: 2 LO: 12.2: Compare and contrast early leadership theories. 9) Why was the trait theory of leadership mainly unsuccessful? A) Researchers were not able to identify a set of traits that always differentiated a leader from a nonleader. B) Organizations found the trait theory of leadership too expensive to implement due to the high costs of testing potential leaders. C) Research has shown that leadership traits are gender specific, so the process of choosing leaders based on traits is discriminatory. D) Too much emphasis was placed on personality traits rather than physical traits, which have been found to successfully predict leadership. Answer: A Explanation: : Despite the best efforts of researchers, they have yet to find a set of traits that would always differentiate a leader (the person) from a nonleader. Organizational costs were not an issue, and neither was any potential gender discrimination. Research has looked at physical traits to predict leadership, but these have not shown much success, making this option incorrect. Diff: 2 LO: 12.2: Compare and contrast early leadership theories. 10) Behavioral theories of leadership focused on ________. A) who effective leaders were B) what characteristics effective leaders had C) how to identify effective leaders D) what effective leaders did Answer: D Explanation: Early trait theories, not behavioral theories, focused on who effective leaders were, making "who effective leaders were" and "how to identify effective leaders" incorrect. "What characteristics effective leaders had" focuses on characteristics, which are synonymous with traits, so it matches a trait approach, not a behavioral approach. The correct response is "what effective leaders did" since it focuses on the actions and behaviors of effective leaders, not their characteristics and traits. Diff: 2 AACSB: Reflective thinking LO: 12.2: Compare and contrast early leadership theories.

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11) The promise of behavioral theories of leadership held that this would be possible. A) picking a leader out of crowd B) being able to train a person to be a leader C) explaining why successful leaders were successful D) eliminating ineffective leaders Answer: B Explanation: The great promise of behavioral theories of leadership is that they would show how leaders could be trained, making "being able to train a person to be a leader" the correct response. Behavioral theories attempted to identify what successful leaders did, and if those actions could be identified, they could be imparted to others through training. Trait theories, on the other hand, attempted to explain the success of leaders and how to identify leaders through permanent character traits, not behavioral actions, making these incorrect answers for this question. Diff: 2 AACSB: Reflective thinking LO: 12.2: Compare and contrast early leadership theories. 12) The University of Iowa studies discussed all of the following leadership styles EXCEPT ________ leadership. A) laissez-faire B) democratic C) benevolent D) autocratic Answer: C Explanation: The Iowa studies identified autocratic leaders, democratic leaders who delegate and welcome feedback, and laissez-faire leaders who allowed employees to have complete freedom over their actions, ruling out all of these choices. A benevolent style of leadership was not identified in the Iowa study, so it is the correct response. Diff: 1 LO: 12.2: Compare and contrast early leadership theories. 13) Which leadership style tends to centralize authority and make unilateral decisions? A) cultural style B) autocratic style C) democratic style D) laissez-faire style Answer: B Explanation: An autocratic style is a dictatorial style in which the leader allows little input or leeway from followers, makes all decisions, keeps a tight control on all activities, and severely limits employee participation in decision making. A democratic style can be eliminated because it describes a more open, less centralized style of leadership. So, too, can a laissez-faire style, which is completely open and unstructured. A cultural style can be ruled out because it is not a recognized leadership style in the Iowa study. Diff: 2 LO: 12.2: Compare and contrast early leadership theories.

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14) Jared's boss encourages employees to participate in the decision-making process but does not give them complete freedom to do as they like. She has this kind of leadership style. A) monarchial B) autocratic C) laissez-faire D) democratic Answer: D Explanation: An autocratic style severely limits employee participation in decision making, so that choice is not the correct answer. A laissez-faire style gives employees complete freedom to make decisions, so that choice is not correct. A democratic style matches Jared's boss because it identifies a more open, less centralized style of leadership that allows employees to participate in the decision-making process, making that choice the correct response. A monarchial style can be ruled out because it is not a recognized leadership style in the Iowa study. Diff: 2 AACSB: Analytical thinking LO: 12.2: Compare and contrast early leadership theories. 15) Monica's boss allows her to make any decision she thinks is important on the spot without consulting anyone. Monica's boss has this kind of leadership style. A) laissez-faire style B) autocratic style C) democratic style D) hands-on style Answer: A Explanation: An autocratic style severely limits employee participation in decision making, so that choice is not the correct answer. A democratic style gives employees some, but not complete, freedom to make decisions, so that choice is not correct. A laissez-faire style matches Monica's boss because it identifies a completely open style of leadership that allows employees to make any and all decisions they want, making that choice the correct response. A hands-on style can be ruled out because it is not a recognized leadership style in the Iowa study. Diff: 2 AACSB: Analytical thinking LO: 12.2: Compare and contrast early leadership theories.

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16) The University of Iowa studies indicated that this was the most successful leadership style. A) autocratic B) laissez-faire C) combination of autocratic and laissez-faire D) democratic Answer: D Explanation: The Iowa studies were not definitive, but they did clearly indicate that employee satisfaction levels were highest under a democratic leadership style, making that choice the correct answer. Autocratic styles were found to be successful in limited situations, but not as successful as democratic styles, so "autocratic" is incorrect. Laissez-faire styles were found to be unsuccessful, so that choice can be ruled out. Combinations of styles were not considered, so that choice can be ruled out. Diff: 3 LO: 12.2: Compare and contrast early leadership theories. 17) The autocratic style identified in the University of Iowa studies is similar to the ________ style identified by Ohio State. A) consideration B) employee oriented C) initiating structure D) laissez-faire Answer: C Explanation: The Iowa studies' autocratic style emphasizes work methods and standards, which is similar to Ohio's initiating structure. Consideration and concern for people are similar dimensions because they focus on follower's needs. Laissez-faire is incorrect because it focuses on freedom and is also part of the Iowa studies. Diff: 2 AACSB: Analytical thinking LO: 12.2: Compare and contrast early leadership theories. 18) The employee oriented style identified in the University of Michigan studies is similar to the ________ style identified by Ohio State. A) initiating structure B) autocratic C) laissez-faire D) consideration Answer: D Explanation: Consideration and employee oriented are similar dimensions because they focus on follower's needs. Laissez-faire is incorrect because it focuses on freedom and is part of the Iowa studies. The Iowa studies' autocratic style emphasizes work methods and standards, which is similar to Ohio's initiating structure, making these options incorrect. Diff: 2 AACSB: Analytical thinking LO: 12.2: Compare and contrast early leadership theories.

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19) The behavioral theories of leadership began around this time. A) 1900-1920 B) 1920-1940 C) 1940-1960 D) 1960-1980 Answer: C Explanation: The behavioral theories of leadership began around the 1940s making "1940-1960" the correct answer. Diff: 2 LO: 12.2: Compare and contrast early leadership theories. 20) In the Ohio State studies, ________ refers to how strict a leader's standards are. A) independent dimensions B) comprehensive structure C) initiating structure D) consideration Answer: C Explanation: The Ohio State studies started with over a thousand dimensions of leader behavior and narrowed them down to two–consideration and initiating structure. Consideration refers to how "employee friendly" a leader is, making "consideration" an incorrect response, while initiating structure refers to a leader who is concerned with rigorously assigning tasks and maintaining standards, making "initiating structure" the correct response. Neither of the terms used in the two remaining choices was identified as a dimension in the study, so they are incorrect responses. Diff: 2 LO: 12.2: Compare and contrast early leadership theories. 21) In the Ohio State studies, ________ refers to how much mutual trust exists between employees and leaders. A) consideration of limitations B) consideration C) initiating structure D) initiating ideas Answer: B Explanation: In the Ohio State studies, consideration refers to how "employee friendly" a leader is, making "consideration" the correct response, while initiating structure refers to a leader who is concerned with rigorously assigning tasks and maintaining standards, making "initiating structure" an incorrect response. Neither of the terms used in the two remaining choices was identified as a dimension in the Ohio State study, so they are incorrect responses. Diff: 2 LO: 12.2: Compare and contrast early leadership theories.

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22) A high-high leader in the Ohio State studies achieved the highest ratings with respect to ________. A) both employee performance and satisfaction B) employee performance only C) employee satisfaction only D) employee performance for routine tasks only Answer: A Explanation: In general, a high-high leader who is high in both initiating structure and consideration achieved the best results in both performance and employee satisfaction, making that choice the correct response and ruling out "employee performance only" and "employee satisfaction only" since they identify only one high-scoring category. "Employee performance for routine tasks only" can be ruled out because the results for routine tasks did not turn out to favor high-high leaders, but rather leaders who were high in consideration only. Diff: 2 AACSB: Analytical thinking LO: 12.2: Compare and contrast early leadership theories. 23) The Ohio State studies indicated that leaders who were high in consideration performed ________. A) best in all situations B) best when employee tasks were routine C) worst when employee tasks were routine D) best when employee tasks were non-routine Answer: B Explanation: In general, high-high leaders had the best results with respect to employee performance and job satisfaction. However, leaders who were high in initiating structure did not perform as well as consideration-oriented leaders when employee tasks were routine, indicating that a sympathetic approach works best in tedious situations. This makes "best when employee tasks were routine" the correct response and rules out "worst when employee tasks were routine" and "best in all situations" as untrue and the remaining choice because it focuses on non-routine tasks. Diff: 2 LO: 12.2: Compare and contrast early leadership theories. 24) The Ohio State studies indicated that leaders who were high in initiating structure received ________. A) the highest employee ratings B) the lowest employee ratings C) the same employee ratings as leaders who were high in consideration D) below-average employee ratings Answer: A Explanation: Leaders who were high in initiating structure often received higher performance ratings from employees than leaders who were high in consideration. This makes "highest employee ratings" the correct response and rules out the remaining three choices as untrue. Diff: 2 LO: 12.2: Compare and contrast early leadership theories. 8 Copyright © 2017 Pearson Education, Ltd.

25) According to the University of Michigan studies, leaders who were ________ were associated with higher group productivity and higher job satisfaction. A) employee oriented B) initiating structure C) considerate D) production oriented Answer: A Explanation: The Michigan studies generally agreed with the Iowa studies–leaders who were employee oriented and focused on people rather than task and job aspects tended to correlate to greater job satisfaction and higher productivity, making "employee oriented" the correct response and "production oriented" incorrect. Note that "initiating structure" and "considerate" are incorrect because they refer to terminology from the Iowa rather than the Michigan studies. Diff: 2 LO: 12.2: Compare and contrast early leadership theories. 26) On the managerial grid, a leader who is high in both concern for people and concern for production would rate ________. A) 1,1 B) 9,1 C) 5,5 D) 9,9 Answer: D Explanation: The first number for the managerial grid measures concern for production while the second number measures concern for people. Therefore, a leader who rates high in concern for both people and production rates a 9,9, making that choice the correct response and ruling out other choices. Diff: 2 AACSB: Analytical thinking LO: 12.2: Compare and contrast early leadership theories. 27) Estéban was rated a 5,8 on the managerial grid. A good way to describe Estéban is ________. A) high in concern for both people and production B) high in concern for people, low in concern for production C) high in concern for people, moderate in concern for production D) low in concern for people, moderate in concern for production Answer: C Explanation: The first number for the managerial grid measures concern for production while the second number measures concern for people. Estéban, therefore, rates fairly high in concern for people, the second number, and average in concern for production, the first number, making "high, moderate" the correct response. High for both describes a 9,9 leader, not a 5,8 leader, so it is incorrect. High, low describes a 1,9 leader, not a 5,8 leader, so it is incorrect. Low, moderate describes a 5,1 leader, not a 5,8 leader, so it is incorrect. Diff: 2 AACSB: Analytical thinking LO: 12.2: Compare and contrast early leadership theories. 28) The dual nature of leadership behaviors suggests that both ________ and ________ are 9 Copyright © 2017 Pearson Education, Ltd.

important determinants of leadership. A) focus on work; focus on employees B) focus on traits; focus on behaviors C) situations; organizations D) followers; leaders Answer: A Explanation: Dual nature of leader behaviors–that is, focusing on the work to be done and focusing on the employees–makes a) the correct option. Traits, situations, organizations, and leaders are not considered behaviors and any combination of these responses is incorrect. Diff: 2 AACSB: Analytical thinking LO: 12.2: Compare and contrast early leadership theories. 29) What important determinant of leadership became the focus of leadership theories after the behavioral studies? A) Power B) Charisma C) The follower D) The situation Answer: D Explanation: Leadership researchers were discovering that predicting leadership success involved something more complex than isolating a few leader traits or preferable behaviors. They began looking at situational influences. Power, charisma and follower effects have been studied but they did not follow the behavioral studies. Diff: 2 AACSB: Analytical thinking LO: 12.2: Compare and contrast early leadership theories. 30) Trait theories of leadership focus on how leaders interact with their followers. Answer: FALSE Explanation: Behavioral theories, rather than trait theories, focus on how leaders interact with followers. Trait theories of leadership focus on the characteristics that leaders have and what makes a leader. Diff: 2 LO: 12.2: Compare and contrast early leadership theories. 31) Research has shown a distinct set of traits that distinguishes leaders from non-leaders. Answer: FALSE Explanation: No consistent set of traits has ever been found that can identify a potential leader. Diff: 2 LO: 12.2: Compare and contrast early leadership theories.

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32) Having leadership traits alone is not useful for identifying who is likely to be a leader. Answer: TRUE Explanation: Leadership traits have been shown to explain why certain individuals are effective leaders, but they do not explain who is likely to be a leader and who is not. Diff: 3 LO: 12.2: Compare and contrast early leadership theories. 33) Trait research has given managers the ability to pick out the best leaders from a group. Answer: FALSE Explanation: Trait research attempted to be able to identify leaders, but it has not been successful. Diff: 2 LO: 12.2: Compare and contrast early leadership theories. 34) A major goal of behavioral leadership studies is to find ways to train people to be leaders. Answer: TRUE Explanation: Behavioral leadership studies search for critical elements of leadership that can be used to train people to be leaders. Diff: 1 LO: 12.2: Compare and contrast early leadership theories. 35) The behavioral theories of leadership were developed in response to the failings of the trait theory to adequately explain and predict leadership. Answer: TRUE Explanation: After much research, it was noted that there were several problems with the trait theory of leadership. These findings lead researchers in the 1940s to seek an explanation of leadership based on something other than traits. Diff: 3 AACSB: Analytical thinking LO: 12.2: Compare and contrast early leadership theories. 36) The behavioral theories of leadership became dominant around the early 1900s. Answer: FALSE Explanation: Leadership research from the late 1940s to the mid-1960s turned to finding preferred behavioral styles that leaders demonstrated. Diff: 2 LO: 12.2: Compare and contrast early leadership theories. 37) The Ohio State studies suggested that leaders who were high in structure and low in consideration were most successful. Answer: FALSE Explanation: The Ohio State studies suggested that high-high leaders got the best results–leaders who were high in both structure and consideration. Diff: 2 LO: 12.2: Compare and contrast early leadership theories.

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38) The University of Michigan studies suggested that the most successful leaders were production oriented. Answer: FALSE Explanation: The Michigan studies suggested that an employee, rather than a production, orientation correlated with high productivity and job satisfaction. Diff: 2 LO: 12.2: Compare and contrast early leadership theories. 39) A leader who ranks 9,9 in the Managerial Grid would have more concern for people than production. Answer: FALSE Explanation: The first variable in the grid rates concern for production and the second variable rates concern for people. Therefore a 9,9 rating would be both high in concern for productivity and concern for people. Diff: 1 AACSB: Analytical thinking LO: 12.2: Compare and contrast early leadership theories. 40) The big problem with the Managerial Grid is that it includes too many contingencies. Answer: FALSE Explanation: The managerial grid is a behavioral theory and not considered a contingency theory. It contains no contingencies. Diff: 2 AACSB: Analytical thinking LO: 12.2: Compare and contrast early leadership theories.

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41) In a short essay, identify and describe three traits associated with leadership. Answer: (any three of the following) Drive–Leaders tend to show high levels effort, energy, ambition, initiative, and desire for achievement. Desire to lead–Leaders have a strong desire to influence others and show them the path to success. They demonstrate the willingness to take over a situation and assume responsibility for its success. Honesty and integrity–Leaders recognize that trust, honesty, and consistency are important for acquiring power and influence over people, so they pay special attention to these traits. Self-confidence–Leaders show strong faith in their own ability to reach goals and help others reach goals. Intelligence–Leaders need to be able gather information and analyze situations so they can effectively make decisions, solve problems, and create a vision for subordinates to follow. Job-relevant knowledge–Effective leaders have a high degree of knowledge about the company, industry, and technical matters. In-depth knowledge allows leaders to make well-informed decisions and to understand the implications of those decisions. Diff: 3 AACSB: Analytical thinking LO: 12.2: Compare and contrast early leadership theories. 42) In a short essay, describe the University of Iowa leadership studies. Answer: The University of Iowa studies (conducted by Kurt Lewin and his associates) explored three leadership styles. The autocratic style described a leader who tended to centralize authority, dictate work methods, make unilateral decisions, and limit employee participation. The democratic style described a leader who tended to involve employees in decision making, delegate authority, encourage participation in deciding work methods and goals, and use feedback as an opportunity for coaching employees. Finally, the laissez-faire style leader generally gave the group complete freedom to make decisions and complete the work in whatever way it saw fit. Lewin and his associates researched which style was the most effective. Their results seemed to indicate that the democratic style contributed to both good quantity and quality of work. Diff: 3 AACSB: Analytical thinking LO: 12.2: Compare and contrast early leadership theories.

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43) In a short essay, describe the Ohio State University leadership studies. Answer: The Ohio State studies identified two important dimensions of leader behavior. The first was called initiating structure, which referred to the extent to which a leader defined and structured his or her role and the roles of group members in the search for goal attainment. It included behavior that involved attempts to organize work, work relationships, and goals. The second dimension was called consideration, which was defined as the extent to which a leader had job relationships characterized by mutual trust and respect for group members' ideas and feelings. A leader who was high in consideration helped group members with personal problems, was friendly and approachable, and treated all group members as equals. He or she showed concern for (was considerate of) followers' comfort, well-being, status, and satisfaction. The Ohio State studies generally indicated that a leader with a high-high (both initiating structure and consideration) leadership style had the highest performing employees with the greatest job satisfaction. However, leaders high in initiating structure only seemed to engender employee complaints, while those who rated high in consideration only tended to be negatively rated in employee polls. Diff: 3 AACSB: Analytical thinking LO: 12.2: Compare and contrast early leadership theories. 44) In a short essay, describe the University of Michigan leadership studies. Answer: Leadership studies conducted at the University of Michigan's Survey Research Center at about the same time as those being done at Ohio State had a similar research objective: identify behavioral characteristics of leaders that were related to performance effectiveness. The Michigan group also came up with two dimensions of leadership behavior, which they labeled employee oriented and production oriented. Leaders who were employee oriented were described as emphasizing interpersonal relationships; they took a personal interest in the needs of their followers and accepted individual differences among group members. The production-oriented leaders, in contrast, tended to emphasize the technical or task aspects of the job, were concerned mainly with accomplishing their group's tasks, and regarded group members as a means to that end. The conclusions of the Michigan researchers strongly favored leaders who were employee oriented as they were associated with high group productivity and high job satisfaction. Diff: 3 AACSB: Analytical thinking LO: 12.2: Compare and contrast early leadership theories.

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45) In a short essay, describe the managerial grid that emerged from the early leadership studies. Answer: The behavioral dimensions from the early leadership studies (Iowa, Ohio State, and Michigan) provided the basis for the development of a two-dimensional grid for appraising leadership styles. This managerial grid used the behavioral dimensions "concern for people" and "concern for production" and evaluated a leader's use of these behaviors, ranking them on a scale from 1 (low) to 9 (high). Of these five styles, the researchers concluded that managers performed best when using a 9,9 style–high concern for both people and production. Unfortunately, the grid offered no answers to the question of what made a manager an effective leader; it only provided a framework for conceptualizing leadership style. In fact, there has been little substantive evidence to support the conclusion that a 9,9 style is most effective in all situations. Diff: 3 AACSB: Analytical thinking LO: 12.2: Compare and contrast early leadership theories. 46) The key to the Fiedler contingency model of leadership is to match ________. A) leader and follower B) leader and leadership style C) leadership style and follower D) leadership style and situation Answer: D Explanation: Fiedler's model first set out to define leadership styles and situations that required leadership. Then the model sought to match the correct leadership style to each situation, making "leadership style and situation" the correct response. The model did not concern itself with leaders themselves, or followers, which rules out the remaining three choices. Diff: 2 LO: 12.3: Describe the four major contingency leadership theories. 47) What does Fiedler's least-preferred coworker questionnaire measure? A) the most common leadership style among all leaders B) leadership style of respondents who took the test C) the most effective leadership style D) the least effective leadership style Answer: B Explanation: Fiedler's LPC studies asked respondents to identify the qualities that their leastfavorite coworker possessed, thus having them identify the style they least liked to be associated with. People-oriented respondents tended to see positive traits in their least-favorite coworker, giving them relatively higher LPC scores, while task-oriented people would fail to see any virtues in their least-preferred coworkers, giving them relatively low LPC scores. Note that LPC scores are really about the respondents, not about the least-preferred coworkers themselves. All these factors indicate that the LPC system measures the leadership style of respondents. It has no bearing on which leadership style is most common or effective, ruling out the remaining three choices. Diff: 2 LO: 12.3: Describe the four major contingency leadership theories. 15 Copyright © 2017 Pearson Education, Ltd.

48) Fiedler assumed a person's leadership style ________. A) is contingent on the situation B) is variable C) evolves over time D) is fixed Answer: D Explanation: Fiedler's system assumed that leaders had fixed leadership styles that did not vary, were not dependent on the situation, and did not change over time, making "fixed" the correct response and eliminating the other three choices. Fiedler's model saw leaders as fairly monolithic, taking the same approach no matter what the situation was or how it changed. Diff: 2 LO: 12.3: Describe the four major contingency leadership theories. 49) Fiedler's LPC ratings concluded that leaders were either ________. A) positive or negative B) task oriented or trusting C) relationship oriented or people oriented D) task oriented or relationship oriented Answer: D Explanation: Fielder's LPC ratings saw leaders with scores of 64 or above as relationship oriented while those with scores of 57 or below were task oriented, making "task oriented or relationship oriented" the correct response. Fiedler did not characterize leaders as positive or negative, trusting, or people oriented, making those responses incorrect. Diff: 2 AACSB: Analytical thinking LO: 12.3: Describe the four major contingency leadership theories. 50) The ________ dimension reflects the degree of trust and respect subordinates had for their leader in Fiedler's model. A) leader-member relations B) position power C) task structure D) effectiveness Answer: A Explanation: The leader-member relations contingency dimension in Fiedler's model measures trust, respect, and confidence employees have for a leader. Position power identifies how much influence a leader has over such things as hiring, firing, and compensation. Task structure identifies how formalized jobs are. Of the four choices, only "leader-member relations" identifies trust and respect, so that choice is the correct response. Diff: 2 LO: 12.3: Describe the four major contingency leadership theories.

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51) Your boss has total control over hiring, firing, and promotions in your department. According to Fiedler's ratings of the situation, your boss has ________. A) low position power B) high position power C) high task structure D) low task structure Answer: B Explanation: Position power identifies how much influence a leader has over such things as hiring, firing, and compensation. Task structure identifies how formalized jobs are, so "high task structure" and "low task structure" can be ruled out because the question involves hiring and firing, not job formalization. Of the two remaining choices, a boss with total control would be said to have high, not low, position power, making "high position power" the correct response and "low position power" incorrect. Diff: 2 AACSB: Analytical thinking LO: 12.3: Describe the four major contingency leadership theories. 52) Jobs in a firm are quite informal. Workers are versatile and switch tasks and responsibilities depending on the situation. In Fiedler's model, this firm would be said to have ________. A) good leader-member relations B) high position power C) high task structure D) low task structure Answer: D Explanation: For Fiedler's model, position power identifies how much influence a leader has over such things as hiring, firing, and compensation. Leader-member relations measures trust, respect, and confidence employees have for a leader. Task structure identifies how formalized jobs are. Of the four choices, only "high task structure" and "low task structure" involve job formalization, so that rules out the other two choices. Since jobs are very informal at this firm, it has low task structure, making that the correct response. Diff: 2 AACSB: Analytical thinking LO: 12.3: Describe the four major contingency leadership theories.

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53) Fiedler concluded that task-oriented leaders performed best when the situation was ________. A) highly favorable B) highly unfavorable C) either highly favorable or highly unfavorable D) moderately favorable or moderately unfavorable Answer: C Explanation: Fiedler concluded that task-oriented leaders were best for extreme situations: they provided structure and guidance in highly unfavorable situations and they provided little interference in highly favorable situations. This makes the choice indicating either highly favorable or highly unfavorable the correct response and rules out the two choices indicating highly favorable and highly unfavorable because they are incomplete. Moderately favorable or unfavorable situations are best handled by relationship-oriented leaders, not task-oriented leaders. Diff: 2 LO: 12.3: Describe the four major contingency leadership theories. 54) Fiedler concluded that relationship-oriented leaders performed best when the situation was ________. A) highly favorable B) highly unfavorable C) either highly favorable or highly unfavorable D) moderately favorable or moderately unfavorable Answer: D Explanation: Fiedler concluded that relationship-oriented leaders were best for moderate situations: they provided motivation and a sounding board in situations in which people needed a little push in the right direction. This makes the choice indicating moderation the correct response and rules out the two choices indicating highly favorable and highly unfavorable because they are incomplete. Highly favorable or unfavorable situations are best handled by taskoriented leaders, not relationship-oriented leaders. Diff: 2 LO: 12.3: Describe the four major contingency leadership theories.

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55) A major criticism of Fiedler's work stated that it failed to recognize that effective leaders ________. A) are always task oriented B) can change leadership styles C) cannot change leadership styles D) are always relationship oriented Answer: B Explanation: Fiedler's model assumed that leadership style is fixed, so not being able to change leadership styles is a quality that it did recognize. Fiedler's model did not categorically endorse either a task-oriented or a relationship-oriented leadership style, so those two choices can be ruled out as correct answers. The criticism most commonly leveled at the model was that it failed to recognize that leaders are not static–they can change leadership styles depending on the situation. This makes that choice the correct response. Diff: 2 LO: 12.3: Describe the four major contingency leadership theories. 56) In the situational leadership theory (SLT), readiness is defined as ________ to perform a task. A) the ability B) the willingness C) both the ability and willingness D) the motivation one has Answer: C Explanation: Readiness in the SLT has two dimensions, the ability that an employee has to perform a task and the willingness that he or she has to perform the task, making "both the ability and willingness" the correct response. The two choices indicating just one of these features are incorrect responses because neither lists both ability and willingness. Motivation is a factor in performing a task but not a measure of readiness, so "motivation" is an incorrect choice. Diff: 2 LO: 12.3: Describe the four major contingency leadership theories. 57) ________ is defined in situational leadership theory (SLT) as a high task, low relationship leadership role. A) Telling B) Selling C) Participating D) Delegating Answer: A Explanation: Telling is a high task, low relationship role in which the leader tells workers precisely what to do but provides little support. Selling is a high task, high relationship role in which the leader provides a great deal of both direction and support. Participating is a low task, high relationship role in which the leader is primarily a facilitator. Delegating is a low task, low relationship role in which the leader provides little direction or support. The high task, low relationship leadership described here makes "telling" the correct answer. Diff: 2 LO: 12.3: Describe the four major contingency leadership theories. 19 Copyright © 2017 Pearson Education, Ltd.

58) A leader who provides maximum supportive behavior and a great deal of explicit instructions for how to carry out a task is assuming this SLT role. A) telling B) selling C) participating D) delegating Answer: B Explanation: Telling is a high task, low relationship role in which the leader tells workers precisely what to do but provides little support. Selling is a high task, high relationship role in which the leader provides a great deal of both direction and support. Participating is a low task, high relationship role in which the leader is primarily a facilitator. Delegating is a low task, low relationship role in which the leader provides little direction or support. The high task, high relationship leadership described here makes "selling" the correct answer. Diff: 2 AACSB: Analytical thinking LO: 12.3: Describe the four major contingency leadership theories. 59) A leader who pretty much leaves employees on their own is assuming this SLT role. A) telling B) selling C) participating D) delegating Answer: D Explanation: Selling is a high task, high relationship role in which the leader provides a great deal of both direction and support. Participating is a low task, high relationship role in which the leader is primarily a facilitator. Delegating is a low task, low relationship role in which the leader provides little direction or support. Telling is a high task, low relationship role in which the leader tells workers precisely what to do but provides little support. A leadership relationship in which the leader provides little direction or support makes "delegating" the correct answer. Diff: 2 AACSB: Analytical thinking LO: 12.3: Describe the four major contingency leadership theories. 60) Which category of follower is considered to be both unable and unwilling to complete a task? A) R1 B) R2 C) R3 D) R4 Answer: A Explanation: The R1 category is considered to be both unable and unwilling to complete a task, making it the correct response. An R2 is unable and willing. An R3 is able but unwilling. An R4 is both able and willing to complete a task. Diff: 2 AACSB: Analytical thinking LO: 12.3: Describe the four major contingency leadership theories. 20 Copyright © 2017 Pearson Education, Ltd.

61) Which category of follower is considered to be able but unwilling to complete a task? A) R1 B) R2 C) R3 D) R4 Answer: C Explanation: The R3 category is considered to be able but unwilling to complete a task, making it the correct response. An R2 is unable and willing. An R1 is able but unwilling. An R4 is both able and willing to complete a task. Diff: 2 AACSB: Analytical thinking LO: 12.3: Describe the four major contingency leadership theories. 62) Which leadership style works best with an R1 type of follower? A) delegating B) selling C) telling D) participating Answer: C Explanation: An R1 person is both unable and unwilling to complete a task. This person, therefore, needs a telling style of leadership that is straightforward, clear, and direct. A selling leadership style is best suited for an R2 individual who is unable but willing to perform a task. An R3 individual who is able but unwilling to perform a task responds best to a participating leadership strategy. An R4 individual who is able and willing to perform a task responds best to a delegating leadership strategy. Diff: 2 AACSB: Analytical thinking LO: 12.3: Describe the four major contingency leadership theories. 63) A delegating leadership style works best with which type of follower? A) R1 B) R2 C) R3 D) R4 Answer: D Explanation: A delegating leadership style is reserved for individuals who are both able and willing to perform a task–all they really need is to be shown the task. This makes "R4" the correct answer. An R1 person is both unable and unwilling to complete a task, so he or she needs a telling, not a delegating, leadership style. An R2 person is unable but willing to complete a task, so he or she needs a selling, not a delegating, leadership style. An R3 person is able but unwilling to complete a task, so he or she needs a participating, not a delegating, leadership style. Diff: 2 AACSB: Analytical thinking LO: 12.3: Describe the four major contingency leadership theories.

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64) Which leadership style works best with an R2 type of follower? A) participating B) selling C) telling D) delegating Answer: B Explanation: An R2 person is unable but willing to complete a task. This person, therefore, needs a selling style of leadership that provides a great deal direction to make up for ability deficiencies and support to keep motivation high. A telling leadership style is best suited for an R1 individual who is unable and unwilling to perform a task. An R3 individual who is able but unwilling to perform a task responds best to a participating leadership strategy. An R4 individual who is able and willing to perform a task responds best to a delegating leadership strategy. Diff: 2 AACSB: Analytical thinking LO: 12.3: Describe the four major contingency leadership theories. 65) A participating leadership style works best with which type of follower? A) R1 B) R2 C) R3 D) R4 Answer: C Explanation: A participating leadership style works best for individuals who are able but unwilling to perform a task–these people need the leader to join them so they can feel a sense of "ownership" in the process. This makes "R3" the correct answer. An R1 person is both unable and unwilling to complete a task so he or she needs a telling, not a participating, leadership style. An R2 person is unable but willing to complete a task so he or she needs a selling, not a participating, leadership style. An R4 person is able and willing to complete a task so he or she needs a delegating, not a participating, leadership style. Diff: 2 AACSB: Analytical thinking LO: 12.3: Describe the four major contingency leadership theories.

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66) The leader-participation model contends that leader behavior should ________. A) never vary B) adjust to the structure of the task involved C) be dependent on the traits of the leader D) be consistent from task to task Answer: B Explanation: The leader-participation model requires that leader behavior change depending on the structure of the task that followers are asked to accomplish, making "adjust to the structure of the task involved" the correct response. "Never vary" and "be consistent" are incorrect because they call for leader behavior that is fixed, while leader-participation calls for leader behavior that varies depending on the task at hand. "Be dependent on the traits of the leader" is incorrect because it refers back to trait theories of leadership that depend only on the character of the leader. Diff: 2 LO: 12.3: Describe the four major contingency leadership theories. 67) Results from the leader-participation model conclude that it is more important to talk about autocratic and participative ________. A) situations than leaders B) leaders than situations C) leaders than followers D) followers than situations Answer: A Explanation: Conclusions from the leader-participation model indicate that situations matter more for leadership than leaders. A leader can change his or her style more easily than he or she can change a situation, making "situations than leaders" the correct response and ruling out all other responses. "Leaders than situations" is incorrect because situations are more important than leaders. Both remaining choices are incorrect because they deal with followers rather than leaders and situations. Diff: 2 LO: 12.3: Describe the four major contingency leadership theories. 68) The most important conclusion from the leader-participation model is that ________. A) a leader must keep the same leadership style no matter what the situation is B) a leader must change his or her leadership style depending on the situation C) a leader must try to change the situation if it does not suit his or her leadership style D) all situations are similar Answer: B Explanation: The leader-participation model assumes that all situations are different, ruling out "all situations are similar" as a correct choice. The most important conclusion of the model is that since leaders can't change most situations, they must change their leadership style for each situation, making that choice the correct response and ruling out the choice indicating keeping the same leadership style no matter the situation. Diff: 2 LO: 12.3: Describe the four major contingency leadership theories.

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69) The path-goal theory sees the job of an effective leader as ________. A) providing clear instructions for followers B) clearing the path between followers and their goals C) defining goals for followers D) helping followers understand their goals Answer: B Explanation: The path-goal theory sees a leader as someone who removes obstacles that prevent followers from achieving their goals, making "clearing the path" the correct response. Providing instructions, defining goals, and helping clarify goals are all functions of a leader, but they are not as important as clearing the path that followers need to take to reach their goals. Diff: 2 LO: 12.3: Describe the four major contingency leadership theories. 70) A(n) ________ leader in path-goal theory gives specific guidance in performing tasks. A) directive B) achievement-oriented C) participative D) supportive Answer: A Explanation: A directive leader pays close attention to schedules, gives followers specific guidance in how to perform tasks, and lets followers know precisely what is expected of them, making "directive" the correct response. An achievement-oriented leader sets goals and expects followers to find their own way to reach them. A participative leader consults with followers closely when making decisions. A supportive leader is focused on followers as people first and has great concern for their needs. Diff: 2 LO: 12.3: Describe the four major contingency leadership theories. 71) An important trait of a(n)________ leader in path-goal theory is friendliness. A) achievement-oriented B) directive C) participative D) supportive Answer: D Explanation: A supportive leader is focused on followers as people first, has concern for their needs, and tries to be friendly, making "supportive" the correct response. An achievementoriented leader sets goals and expects followers to find their own way to reach them. A participative leader consults with followers closely when making decisions. A directive leader pays close attention to schedules, gives followers specific guidance in how to perform tasks, and lets them know precisely what is expected of them. Diff: 2 LO: 12.3: Describe the four major contingency leadership theories.

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72) A(n) ________ leader in path-goal theory does little but set challenging goals for followers. A) supportive B) participative C) achievement-oriented D) directive Answer: C Explanation: An achievement-oriented leader sets goals and expects followers to find their own way to reach them, making "achievement-oriented" the correct response. A participative leader consults with followers closely when making decisions. A supportive leader is focused on followers as people first and has great concern for their needs. A directive leader pays close attention to schedules, gives followers specific guidance in how to perform tasks, and lets them know precisely what is expected of them. Diff: 2 LO: 12.3: Describe the four major contingency leadership theories. 73) A(n) ________ leader in path-goal theory often makes decisions collectively with followers. A) directive B) participative C) achievement-oriented D) supportive Answer: B Explanation: A participative leader consults with followers closely when making decisions, making "participative" the correct response. An achievement-oriented leader sets goals and expects followers to find their own way to reach them. A supportive leader is focused on followers as people first and has great concern for their needs. A directive leader pays close attention to schedules, gives followers specific guidance in how to perform tasks, and lets followers know precisely what is expected of them. Diff: 2 LO: 12.3: Describe the four major contingency leadership theories. 74) Path-goal theory assumes that environmental factors such as ________ can change a leadership situation. A) locus of control of followers B) personal work experience of followers C) skills and abilities of followers D) work group structure of followers Answer: D Explanation: Locus of control, experience, and abilities are all personal characteristics of followers, not external environmental factors, so they are incorrect responses. A follower's work group structure is a nonpersonal external factor, making that choice the correct response. Diff: 2 LO: 12.3: Describe the four major contingency leadership theories.

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75) Which of the following is included in the class of contingency variables that are associated with personal characteristics of a follower? A) locus of control B) task structure C) group structure D) formal authority system Answer: A Explanation: Task structure, group structure, and the formal authority system of the organization are all external environmental factors, not personal characteristics of followers, so they are incorrect responses. A follower's locus of control is a personal characteristic of the follower himor herself, making "locus of control" the correct response. Diff: 2 AACSB: Analytical thinking LO: 12.3: Describe the four major contingency leadership theories. 76) In path-goal theory, a directive leadership style works well in a situation in which tasks are ________. A) straightforward and unambiguous B) ambiguous and stressful C) highly structured D) clearly defined Answer: B Explanation: In situations that are straightforward, clearly defined, and structured, a directive leadership style shows no clear advantage. Where a directive style is advantageous is when tasks are stressful, confusing, and ambiguous, making "ambiguous and stressful" the correct response. Direct guidance by a leader in the face of a confusing task is the best approach when tasks are hard to get a handle on. Diff: 2 AACSB: Analytical thinking LO: 12.3: Describe the four major contingency leadership theories. 77) In a highly structured organization, this approach seems to work best. A) supportive B) directive C) achievement oriented D) participative Answer: A Explanation: The more structured an organization is, the more leaders need to temper this rigidity with a supportive leadership style, making "supportive" the correct response. In a rigid organization, a directive style needs to be toned down, so a directive style would not work. Achievement-oriented and participative styles offer no extra support for this kind of situation, so they are both incorrect responses. Diff: 2 AACSB: Analytical thinking LO: 12.3: Describe the four major contingency leadership theories.

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78) A participative leadership style works well with subordinates who ________. A) have little faith in their own ability B) are having work group conflicts C) have an external locus of control D) have an internal locus of control Answer: D Explanation: A participative style works well with self-assured individuals who have an internal locus of control, which makes that choice the correct response and rules out "external locus of control" and lack of faith in ability. Subordinates who are having work group conflicts do best with a take-charge directive style, making that choice an incorrect response. Diff: 2 AACSB: Analytical thinking LO: 12.3: Describe the four major contingency leadership theories. 79) Leaders who are looking for exceptionally high performance from subordinates might try this approach. A) supportive B) directive C) achievement oriented D) participative Answer: C Explanation: The achievement-oriented approach sets out challenging goals and allows subordinates to use their own creative resources to find ways to reach those goals. If the subordinates are competent, this is an effective way to obtain high levels of performance, making "achievement oriented" the correct response and eliminating all other responses. Diff: 2 AACSB: Analytical thinking LO: 12.3: Describe the four major contingency leadership theories. 80) A leader should avoid a directive leadership style when ________. A) tasks are highly structured B) workers have an external locus of control C) tasks are stressful and ambiguous D) work groups experience conflict Answer: A Explanation: A directive style is the best strategy when tasks are ambiguous, work groups are having conflicts, or workers have an external locus of control, eliminating all of these choices as correct responses. Where a directive approach does not work is when tasks are highly structured, making that choice the correct response. When tasks are highly structured, workers can come to resent the pressure of a directive style without gaining any benefits from its guidance or instruction. Diff: 2 AACSB: Analytical thinking LO: 12.3: Describe the four major contingency leadership theories.

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81) Fiedler's model proposed that leadership success was determined by matching leadership style to situation. Answer: TRUE Explanation: Fiedler's contingency model contended that different styles of leadership work better in different situations. Diff: 3 LO: 12.3: Describe the four major contingency leadership theories. 82) Fiedler's contingency model focused on having employees describe their ideal coworker. Answer: FALSE Explanation: Fiedler's model focused on having employees identify their least preferred coworker, not their ideal coworker. Diff: 2 LO: 12.3: Describe the four major contingency leadership theories. 83) A high LPC score indicates that a worker is productivity oriented. Answer: FALSE Explanation: A low, not a high, score identifies a respondent as productivity oriented. Respondents get low scores for preferring their least-preferred worker as, for example, "boring" rather than "interesting" or "cold" rather than "warm." Diff: 2 AACSB: Analytical thinking LO: 12.3: Describe the four major contingency leadership theories. 84) Fiedler concluded that task-oriented leaders tended to perform better in highly favorable situations and worse in highly unfavorable situations. Answer: FALSE Explanation: The statement is only half true. Fiedler found that task-oriented leaders performed better in both highly favorable and highly unfavorable situations. Where task-oriented leaders failed was in moderate situations that were neither highly favorable nor highly unfavorable. Diff: 3 LO: 12.3: Describe the four major contingency leadership theories. 85) Fiedler concluded that relationship-oriented leaders seemed to perform better in highly unfavorable situations. Answer: FALSE Explanation: Relationship-oriented leaders performed better in situations that were not extreme– not highly favorable or unfavorable–so the statement is false. Diff: 2 LO: 12.3: Describe the four major contingency leadership theories.

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86) Situational leadership theory (SLT) states that an R1 worker who is unable and unwilling to perform a task responds best to a telling leadership style. Answer: TRUE Explanation: SLT states that a telling style in which the leader defines specific roles and tasks works best with an unable and unwilling worker. Diff: 2 AACSB: Analytical thinking LO: 12.3: Describe the four major contingency leadership theories. 87) Situational leadership theory (SLT) states that an R3 worker who is able but unwilling to perform a task responds best to a selling leadership style. Answer: FALSE Explanation: SLT states that a participating style in which the leader shares in decision making to get the worker involved works best with an able but unwilling worker. Diff: 2 AACSB: Analytical thinking LO: 12.3: Describe the four major contingency leadership theories. 88) Vroom and Yetton's leader-participation model suggests that leaders should adjust to the situation. Answer: TRUE Explanation: The leader-participation model suggests that it is more meaningful to think of situations that call for certain kinds of leadership styles rather than specific kinds of leaders. In other words, one situation might call for an autocratic style of leadership while a second situation would call for a participative style. Diff: 2 AACSB: Analytical thinking LO: 12.3: Describe the four major contingency leadership theories. 89) Robert House's path-goal theory maintains that an effective leader clears the path for a follower to the follower's goal. Answer: TRUE Explanation: The "path-goal" in path-goal theory refers to removing obstacles that stand in the way of the path from where the worker is to the worker's goal. Diff: 2 LO: 12.3: Describe the four major contingency leadership theories. 90) In contrast to Fiedler, path-goal theory assumes that leaders assume a single, permanent leadership style. Answer: FALSE Explanation: To the contrary, path-goal theory assumes that leaders can change their leadership style depending on the situation. This is a major difference from the view of Fiedler, who sees leadership style as fixed. Diff: 2 LO: 12.3: Describe the four major contingency leadership theories.

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91) Path-goal theory states that a directive leadership style works best when tasks are ambiguous. Answer: TRUE Explanation: The guidance and structure of a directive leadership style work best in an ambiguous situation. Subordinates find a sense of direction in a manager who takes a nononsense directive approach. Diff: 2 LO: 12.3: Describe the four major contingency leadership theories. 92) Path-goal theory states that a supportive leadership style works best when tasks are highly unstructured. Answer: FALSE Explanation: Supportive leadership results in high employee performance and satisfaction when subordinates are performing structured tasks. In this situation, the leader only needs to support followers, not tell them what to do. Diff: 2 LO: 12.3: Describe the four major contingency leadership theories. 93) In a short essay, describe the basics of situational leadership theory (SLT). Answer: The situational leadership theory is a contingency theory that focuses on followers' readiness. The theory argues that successful leadership is achieved by selecting the right leadership style, which is contingent on the level of the followers' readiness. Readiness is defined in terms of how able and willing employees are to perform tasks. The theory presents four basic leadership styles: Telling (high task–low relationship)–the leader defines roles and tells people what, how, when, and where to do various tasks. Selling (high task–high relationship)–the leader provides both directive and supportive behavior. Participating (low task–high relationship)–the leader and follower share in decision making; the main role of the leader is facilitating and communicating. Delegating (low task–low relationship)–the leader provides little direction or support. The theory presents four basic follower readiness states: R1–People are both unable and unwilling to take responsibility for doing something. They're neither competent nor confident. R2–People are unable but willing to do the necessary job tasks. They're motivated but currently lack the appropriate skills. R3–People are able but unwilling to do what the leader wants. R4–People are both able and willing to do what is asked of them. Diff: 3 AACSB: Analytical thinking LO: 12.3: Describe the four major contingency leadership theories.

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94) In a short essay, describe the conclusions of situational leadership theory (SLT) for each follower readiness category, R1, R2, R3, and R4. Answer: R1–People who are both unable and unwilling to perform a task do best with a telling style of leadership where no-nonsense directions are given. R2–People who are unable but willing to perform tasks require a selling leadership style in which the leader provides a lot of instruction and support. R3–People who are able but unwilling to perform a task require a participating leadership style to make them identify with the task and want to take it on themselves. R4–People who are both able and willing to do what is asked of them require a delegating leadership style. They only need to be shown the task and they will do the rest. Diff: 3 AACSB: Analytical thinking LO: 12.3: Describe the four major contingency leadership theories. 95) In a short essay, discuss the basics of the path-goal leadership theory developed by Robert House. Answer: Developed by Robert House, path-goal theory is a contingency model of leadership that takes key elements from the expectancy theory of motivation. A leader's job in the path-goal theory is to clear the way between workers and their goals. House identified four leadership behaviors: Directive leader–lets subordinates know what is expected of them, schedules work to be done, and gives specific guidance on how to accomplish tasks. Supportive leader–friendly and shows concern for the needs of followers. Participative leader–consults with group members and uses their suggestions before making a decision. Achievement-oriented leader–sets challenging goals and expects followers to perform at their highest level. Diff: 3 AACSB: Analytical thinking LO: 12.3: Describe the four major contingency leadership theories.

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96) In a short essay, discuss the conclusions derived from path-goal leadership theory. Answer: Path-goal theory suggested that directive leadership worked best when tasks were ambiguous, conflicts arose in groups, and workers had an external locus of control. Path-goal theory suggested that supportive leadership worked best when tasks were highly structured. Path-goal theory suggested that participative leadership worked best when workers had an internal locus of control. Path-goal theory suggested that achievement-oriented leadership worked best when workers wanted to be challenged. Diff: 3 AACSB: Analytical thinking LO: 12.3: Describe the four major contingency leadership theories. 97) Transactional leaders are leaders who guide by ________. A) inspiring followers B) articulating a vision for followers C) the force of their personality D) offering rewards to followers Answer: D Explanation: The essence of transactional leadership is to offer rewards of some type in exchange for the output of workers, making "offering rewards" the correct response. "Inspiring followers" describes a transformational leader rather than a transactional leader. "Articulating a vision" describes a visionary leader rather than a transactional leader. "The force of their personality" describes a charismatic leader rather than a transactional leader. Diff: 2 AACSB: Analytical thinking LO: 12.4: Describe modern views of leadership and the issues facing today's leaders. 98) Visionary leaders are leaders who guide by ________. A) inspiring followers B) articulating a vision of the future C) the force of their personality D) offering rewards to followers Answer: B Explanation: The key to visionary leadership is to create a credible, attractive vision of the future that makes followers want to work toward its realization, making that choice the correct response. Visionary leaders differ from charismatic leaders and transformational leaders in that they focus on the vision of the future itself rather than their own personality or the inspiration they offer. Visionary leaders do not offer tangible rewards in the present, making "offering rewards" incorrect. Diff: 3 AACSB: Analytical thinking LO: 12.4: Describe modern views of leadership and the issues facing today's leaders. 32 Copyright © 2017 Pearson Education, Ltd.

99) Transformational leaders are leaders who guide by ________. A) inspiring followers B) articulating a vision for followers C) the force of their personality D) offering rewards to followers Answer: A Explanation: The key to transformational leadership is to inspire followers to follow the leader's path, making "inspiring followers" the correct response. Transformational leaders differ from charismatic leaders and visionary leaders in that they evolve from transactional situations. That is, transformational leaders at first use rewards to show followers success. The success itself, as well as the vision supplied by the transformational leader, serves to inspire followers and get them to do what the leader says. Diff: 3 AACSB: Analytical thinking LO: 12.4: Describe modern views of leadership and the issues facing today's leaders. 100) Which of the following is an accurate statement about transformational leaders? A) They are poor motivators. B) Their organizations suffer from high turnover rates. C) Their organizations are highly productive. D) Their organizations are not productive. Answer: C Explanation: Transformational leaders tend to be superb motivators, not poor motivators, and have workers who are productive and low in turnover rates rather than unproductive and high in turnover rates. This makes highly productive organizations the only accurate statement. Diff: 2 AACSB: Analytical thinking LO: 12.4: Describe modern views of leadership and the issues facing today's leaders. 101) Which term is most closely associated with transformational leaders? A) charming B) efficient C) far-seeing D) inspiring Answer: D Explanation: A transformational leader is first and foremost inspiring, making "inspiring" the correct response. Charming describes a charismatic leader more than a transformational leader. Efficient may describe a transactional leader. Far-seeing best matches a visionary leader. Diff: 2 AACSB: Analytical thinking LO: 12.4: Describe modern views of leadership and the issues facing today's leaders.

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102) Which of the following is NOT a typical trait of a charismatic leader? A) direct eye contact B) relaxed body posture C) animated facial expressions D) erect body posture Answer: D Explanation: Direct eye contact, exuberant facial expressions, and a relaxed posture characterize a charismatic leader. One key to this leader's effectiveness is that people find him or her comfortable to be around. Rigid or erect body posture does not exude comfortableness, so that choice is the correct response. Diff: 2 AACSB: Analytical thinking LO: 12.4: Describe modern views of leadership and the issues facing today's leaders. 103) Research has shown that ________. A) charisma is an illusion B) charisma is inborn only C) charisma is based on rewards D) charisma can be learned Answer: D Explanation: Charisma is definitely a genuine trait, not an illusion, that exists in some humans and not others. Charisma is largely inborn, but research has shown that charisma can be learned, making the fact that charisma can be learned the correct response. Rewards are more closely associated with transactional leadership, not charisma. Diff: 2 AACSB: Analytical thinking LO: 12.4: Describe modern views of leadership and the issues facing today's leaders. 104) Research has shown that "trained" charismatic leaders had workers who were ________ those who had been led by non-charismatic leaders. A) dramatically less productive than B) more productive than C) equally productive when compared to D) slightly less productive than Answer: B Explanation: "Trained" charismatic leaders had workers who were more, not less, productive than those who had worked under non-charismatic leaders, making "more productive" the correct response and proving that charisma can be instilled, at least to a degree. The other three choices are all incorrect because they do not indicate an actual gain in productivity. Diff: 2 AACSB: Analytical thinking LO: 12.4: Describe modern views of leadership and the issues facing today's leaders.

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105) Visionary leadership differs from charismatic leadership because of its focus on ________. A) rewards B) personality C) dangers that the future might bring D) a positive image of the future Answer: D Explanation: The focus of visionary leadership is to create a credible, plausible, doable vision of the future that people can easily grasp and work toward, making "a positive image of the future" the correct response. Transactional leadership focuses on rewards, not visionary leadership. Charismatic leadership focuses on personality, not visionary leadership. Dangers of the future is ruled out as a correct response because it gives a negative rather than a positive view of the future. Diff: 2 AACSB: Analytical thinking LO: 12.4: Describe modern views of leadership and the issues facing today's leaders. 106) Which of the following is NOT a typical characteristic of a vision of the future provided by visionary leadership? A) powerful images B) easy-to-understand view C) nonspecific and indefinite D) clear articulation Answer: C Explanation: A view of the future provided by visionary leadership typically features powerful images and clear, easy-to-grasp articulation of ideas, ruling out these choices as correct answers. What visionary leadership does not typically feature is a nonspecific or vague vision of the future. People must be able to imagine what will happen clearly. An indefinite vision prevents this, so it is almost always avoided, making "nonspecific and indefinite" the correct response. Diff: 2 AACSB: Analytical thinking LO: 12.4: Describe modern views of leadership and the issues facing today's leaders. 107) If a visionary-leader CEO switched from one company to another, you would expect ________ to follow her to the new company. A) all employees and managers B) no employees C) no managers D) some employees and managers Answer: D Explanation: In this situation, you would expect all or almost all of the followers to follow a charismatic leader wherever she chose to go. However, the leader described in this question is visionary, not charismatic, so you would expect some, but clearly not all, managers and employees to make the move. After all, if it were the vision that attracted the followers, the vision exists at the old company, not the new company. Diff: 2 AACSB: Analytical thinking LO: 12.4: Describe modern views of leadership and the issues facing today's leaders. 35 Copyright © 2017 Pearson Education, Ltd.

108) Team leadership and traditional leadership in hierarchical organizations are thought to be ________. A) virtually identical B) very different C) fairly similar D) somewhat different Answer: B Explanation: There are several big differences between team leadership and traditional organizational leadership, including less authority, more empowered employees, more facilitating and coaching, and less direct supervision. This makes team leadership very different from traditional leadership and rules out all other choices for this question. Diff: 2 AACSB: Interpersonal relations and teamwork LO: 12.4: Describe modern views of leadership and the issues facing today's leaders. 109) Consultant estimates state that ________ team leaders. A) 15 percent of managers are not natural B) 70 percent of managers are not natural C) 85 percent of managers are not natural D) 30 percent of managers are natural Answer: C Explanation: Consultant estimates hold that about 15 percent of managers are natural team leaders, which means that 85 percent are not natural team leaders, making "85 percent" the correct response. Note that about 15 percent of managers are not only not natural team leaders, they are probably incapable of becoming team leaders. Diff: 2 AACSB: Interpersonal relations and teamwork LO: 12.4: Describe modern views of leadership and the issues facing today's leaders. 110) A difficult skill for a team leader to learn is knowing when to ________ . A) show interest in the team. B) retain control C) leave the team alone D) abandon the team Answer: C Explanation: A team leader should always show interest in the team and never abandon it in any way. The temptation is for the manager to retain control, which would not promote team performance. The hard part for team leaders is knowing when to intervene in a team's activities and when to leave it alone to solve problems on its own, making "leave the team alone" the correct response. Diff: 2 AACSB: Interpersonal relations and teamwork LO: 12.4: Describe modern views of leadership and the issues facing today's leaders.

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111) A team's ________ marks the border between tasks that are strictly the team's responsibility and those that the team shares with other parts of the organization. A) external boundary B) exterior C) leader D) performance Answer: A Explanation: A team leader's job includes knowing where the border exists between tasks that are strictly within the team and those tasks and activities that extend outside of the team. This border is called the external boundary. A team's leader, exterior, or performance do not identify its inner-outer border, so those choices are incorrect. Diff: 2 AACSB: Interpersonal relations and teamwork LO: 12.4: Describe modern views of leadership and the issues facing today's leaders. 112) This team leader role requires leaders to try to get the best out of their team. A) coach B) troubleshooter C) liaison D) conflict manager Answer: A Explanation: A troubleshooter helps the team solve specific task problems, so that choice is not the correct response. A liaison makes contact for the team with parties outside of the team, so that choice is not a correct response. A conflict manager resolves personal and discipline problems within the team, so that choice is not a correct response. A coach helps team members perform at their best, so "coach" is the correct response. Diff: 2 AACSB: Interpersonal relations and teamwork LO: 12.4: Describe modern views of leadership and the issues facing today's leaders. 113) When a design team is having problems getting its new simulation software to work correctly, the team leader takes on this role. A) coach B) troubleshooter C) liaison D) conflict manager Answer: B Explanation: The software problem is a specific technical problem that the team is experiencing. A troubleshooter helps the team solve specific task and technical problems, so that choice is the correct response. Rather than solve technical problems, a liaison makes contact for the team outside of the organization, so that choice is not a correct response. Similarly, a conflict manager resolves personal and discipline problems, not technical problems, so that choice is not a correct response. Rather than solve technical problems, a coach helps team members perform at their best, so that choice is not the correct response. Diff: 2 AACSB: Interpersonal relations and teamwork LO: 12.4: Describe modern views of leadership and the issues facing today's leaders. 37 Copyright © 2017 Pearson Education, Ltd.

114) When a team is considering joining forces with another team in the organization, the team leader takes on this role. A) troubleshooter B) conflict manager C) coach D) liaison Answer: D Explanation: A liaison makes contact for the team with the parent organization or parties outside of the team, so "liaison" is the correct response. A troubleshooter helps the team solve specific task problems, not link to outside parties, so that choice is not the correct response. A conflict manager resolves personal and discipline problems within the team, so that choice is not a correct response. A coach helps team members perform at their best, so that choice is not the correct response. Diff: 2 AACSB: Interpersonal relations and teamwork LO: 12.4: Describe modern views of leadership and the issues facing today's leaders. 115) When two members of a team are having a personal conflict, the team leader takes on this role. A) conflict manager B) liaison C) troubleshooter D) coach Answer: A Explanation: A conflict manager resolves personal and discipline problems within the team, so that choice is the correct response. A troubleshooter helps the team solve specific task problems, not personal problems, so that choice is not the correct response. A liaison makes contact for the team with parties outside of the team, so that choice is not a correct response. A coach helps team members perform at their best, so that choice is not the correct response. Diff: 2 AACSB: Interpersonal relations and teamwork LO: 12.4: Describe modern views of leadership and the issues facing today's leaders.

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116) The key difference between team leadership and traditional leadership is that in teams, ________ decisions. A) employees are empowered to make B) leaders are not empowered to make C) leaders have no influence over employees' D) leaders do not participate in important Answer: A Explanation: Team leaders typically participate in team decision making and have influence over team decisions, but they are not the sole authority and final word in decisions as they were in the traditional arrangement. Thus, the most important difference in a team structure is that employees can make decisions, even though they are typically not unilateral decisions, making "employees are empowered" the correct response. Diff: 2 AACSB: Interpersonal relations and teamwork LO: 12.4: Describe modern views of leadership and the issues facing today's leaders. 117) ________ is one key reason that employees are frequently empowered with decisionmaking ability in today's business world. A) Smaller spans of control B) Larger spans of control C) Smaller budgets D) Larger budgets Answer: B Explanation: Budgets have little, in any direct sense, to do with empowering employees except that they might call for increased efficiency, so the two choices regarding budgets are not correct. Due to downsizing, today's managers typically have larger, not smaller, spans of control, making "larger spans of control" the correct response and eliminating "smaller spans of control." These larger spans of control mean that a single manager must relinquish some decision-making authority to employees, which is the reason why employee empowerment is so prevalent in today's climate. Diff: 2 LO: 12.4: Describe modern views of leadership and the issues facing today's leaders. 118) On a pro football team, empowerment might manifest itself in which of the following? A) players getting larger salaries B) more complicated plays and formations on the field C) coach-to-helmet communication systems D) a player changing a planned play on the field Answer: D Explanation: Empowerment confers employees with the right to make decisions. Getting more money, taking on more complicated workloads, and increased communication sophistication are not forms of empowerment because they do not give players increased decision-making power. Changing a play does involve making a decision, so "changing a planned play" is the correct response. Diff: 3 AACSB: Analytical thinking LO: 12.4: Describe modern views of leadership and the issues facing today's leaders. 39 Copyright © 2017 Pearson Education, Ltd.

119) A unique problem that virtual leaders face is being understood without a ________ form of communication. A) reliable B) written C) clear D) nonverbal Answer: D Explanation: Emails and other forms of electronic communication largely lack the emotional information that can be transmitted through nonverbal means, making "nonverbal" the correct response. Electronic communication is typically written communication and does not suffer from being unclear or unreliable, making the remaining choices incorrect. Diff: 2 AACSB: Information technology LO: 12.4: Describe modern views of leadership and the issues facing today's leaders. 120) Being humble is a typical characteristic of ________. A) Arab leaders B) German leaders C) Japanese leaders D) Korean leaders Answer: C Explanation: Key characteristics of Japanese leaders include humility, making "Japanese leaders" the correct response. Key characteristics of Arab leaders include avoiding inessential kindness. Key characteristics of German leaders include high participation and performance expectation. Key characteristics of Korean leaders include a paternalistic attitude toward employees. Diff: 2 AACSB: Diverse and multicultural work environments LO: 12.4: Describe modern views of leadership and the issues facing today's leaders. 121) A ________ would avoid publicly praising a productive employee. A) Malaysian leader B) Dutch leader C) Japanese leader D) German leader Answer: B Explanation: Key characteristics of Dutch leaders include avoiding public embarrassment of any kind, even when it is caused by praise, making "Dutch leader" the correct response. Key characteristics of Japanese leaders include humility. Key characteristics of German leaders include high participation and performance expectation. Key characteristics of Malaysian leaders include compassion. Diff: 2 AACSB: Diverse and multicultural work environments LO: 12.4: Describe modern views of leadership and the issues facing today's leaders.

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122) A ________ is characterized by high performance orientation. A) German leader B) Scandinavian leader C) Japanese leader D) Malaysian leader Answer: A Explanation: Key characteristics of German leaders include high performance expectation and low compassion, making "German leader" the correct response. Key characteristics of Scandinavian leaders include avoiding the singling out of individuals in public. Key characteristics of Japanese leaders include humility. Key characteristics of Malaysian leaders include compassion. Diff: 2 AACSB: Diverse and multicultural work environments LO: 12.4: Describe modern views of leadership and the issues facing today's leaders. 123) Most leadership theories were developed in the United States, causing them to stress ________. A) spirituality over rationality B) rationality over spirituality C) both rationality and spirituality D) altruism over self-gratification Answer: B Explanation: American biases in leadership theories include emphasizing rationality and deemphasizing non-rational forms of thought, which include spirituality, making "rationality over spirituality" the correct response and ruling out the other two choices regarding spirituality. The remaining choice is incorrect because, if anything, self-gratification is favored over altruism, not the other way around. Diff: 2 AACSB: Diverse and multicultural work environments LO: 12.4: Describe modern views of leadership and the issues facing today's leaders. 124) All of the following appear to be universal elements of transformational leadership EXCEPT ________. A) dynamism B) vision C) trustworthiness D) aggressiveness Answer: D Explanation: Countries around the world seem to respond to such qualities as dynamism, vision, and trustworthiness in transformational leaders. Aggressiveness is not a quality that typically contributes to the effectiveness of a transformational leader, so that choice is the correct answer. Diff: 2 AACSB: Diverse and multicultural work environments LO: 12.4: Describe modern views of leadership and the issues facing today's leaders.

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125) Recent studies indicate that this measure of ability is the best predictor of who will be a leader in an organization. A) standardized test intelligence B) academic intelligence C) technical expertise D) emotional intelligence Answer: D Explanation: Studies show that such things as standardized test intelligence, academic proficiency, and technical skill are threshold capabilities, meaning that a person needs only a certain minimum amount of them to succeed. Emotional intelligence, or EI, on the other hand, has been shown to be a true predictor of leadership, making that choice the correct response. Diff: 2 LO: 12.4: Describe modern views of leadership and the issues facing today's leaders. 126) Which of the following is NOT a key component of emotional intelligence (EI)? A) empathy B) self-awareness C) active imagination D) social skills Answer: C Explanation: Empathy, self-awareness, and social skills are three of the five recognized key components of EI. An active imagination, while being an important skill for success, is not a key component of EI, so that choice is the correct response. Diff: 2 LO: 12.4: Describe modern views of leadership and the issues facing today's leaders. 127) Studies show that the higher the rank a star performer has in an organization, the more he or she relies on ________ for success. A) integrity B) intelligence C) emotional intelligence D) loyalty Answer: C Explanation: Emotional intelligence (EI) seems to increase in importance as managers go up the scale of an organization. Thus, successful top managers rely on EI more than successful middle managers, for example. This makes "emotional intelligence" the correct response and rules out all other responses. Diff: 1 LO: 12.4: Describe modern views of leadership and the issues facing today's leaders. 128) A transactional leadership style is not related to a transformational style. Answer: FALSE Explanation: If done well, a transactional style can evolve into a transformational style, so the two are closely related. Diff: 2 AACSB: Analytical thinking LO: 12.4: Describe modern views of leadership and the issues facing today's leaders. 42 Copyright © 2017 Pearson Education, Ltd.

129) Leaders with a transformational leadership style and charismatic leaders treat employees the same way. Answer: FALSE Explanation: Transformational leadership is similar to charismatic leadership, but transformational leadership gives the follower more freedom to think independently and critically, even if a follower's views clash with the views of the leader. Diff: 2 AACSB: Analytical thinking LO: 12.4: Describe modern views of leadership and the issues facing today's leaders. 130) Charismatic and visionary leadership both involve a vision. Answer: TRUE Explanation: Charismatic leadership and visionary leadership both employ a vision. However, charismatic leadership starts with a vision, as the person is the true focus of charismatic leadership, while in visionary leadership it is the specific view of the future that the leader promotes that attracts followers. Diff: 2 AACSB: Reflective thinking LO: 12.4: Describe modern views of leadership and the issues facing today's leaders. 131) Since charisma is an inborn trait, no efforts have ever been made to train people to be charismatic. Answer: FALSE Explanation: Though some people think that charisma cannot be taught, others feel that training can provide leaders with elements of charisma. These training efforts have proved to be fairly successful. Diff: 2 AACSB: Analytical thinking LO: 12.4: Describe modern views of leadership and the issues facing today's leaders. 132) A successful visionary leader "jump-starts" the future. Answer: TRUE Explanation: Successful visionary leaders create a powerful image of a possible future that is easy to grasp. Followers latch on to this vision of the future and work to make it a reality. Diff: 2 AACSB: Analytical thinking LO: 12.4: Describe modern views of leadership and the issues facing today's leaders. 133) Team leadership is becoming less important in today's world because teams don't need leaders. Answer: FALSE Explanation: All teams need leaders. If anything, team leadership is becoming more important in the current business climate because teams are becoming more prevalent. Diff: 2 AACSB: Interpersonal relations and teamwork LO: 12.4: Describe modern views of leadership and the issues facing today's leaders. 43 Copyright © 2017 Pearson Education, Ltd.

134) One of the keys to being a good team leader is to know when to leave a team alone. Answer: TRUE Explanation: Knowing when to intervene and when to let a team solve its own problems is important for a team leader. Diff: 2 AACSB: Interpersonal relations and teamwork LO: 12.4: Describe modern views of leadership and the issues facing today's leaders. 135) Experts state that 85 percent of all managers are not natural team leaders. Answer: TRUE Explanation: Consultants think that 15 percent of managers are natural team leaders, which leaves 85 percent who are not natural team leaders. Diff: 3 AACSB: Interpersonal relations and teamwork LO: 12.4: Describe modern views of leadership and the issues facing today's leaders. 136) One specific role of team leadership is that team leaders are troubleshooters. Answer: TRUE Explanation: Team leader roles include coaches, conflict managers, liaisons, and troubleshooters. Diff: 2 AACSB: Interpersonal relations and teamwork LO: 12.4: Describe modern views of leadership and the issues facing today's leaders. 137) One reason that empowerment is important in today's business climate is that managers today tend to have smaller spans of control than managers of the past. Answer: FALSE Explanation: In fact, today's managers, due to downsizing and efficiency efforts, have larger, not smaller, spans of control than managers of the past. A larger span of control means the manager has less time to spend with individual employees, so empowering those employees helps them solve problems on their own. Diff: 2 LO: 12.4: Describe modern views of leadership and the issues facing today's leaders. 138) In different countries, the most universal aspects of leadership seem to be elements of transactional leadership. Answer: FALSE Explanation: Transformational, rather than transactional, elements of leadership seem to be most universal. These include vision, trustworthiness, dynamism, positiveness, and proactiveness. Diff: 2 AACSB: Diverse and multicultural work environments LO: 12.4: Describe modern views of leadership and the issues facing today's leaders.

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139) Emotional intelligence (EI) is one of the best predictors of who will emerge as a leader. Answer: TRUE Explanation: More than academic intelligence, EI has shown to be the best predictor of who will be a successful leader. Diff: 2 LO: 12.4: Describe modern views of leadership and the issues facing today's leaders. 140) In a short essay, describe transactional and transformational leaders. Answer: Transactional leaders are those who guide or motivate their followers in the direction of established goals primarily by providing rewards. Rewards can be monetary or involve status or some other item that is desired by the follower. When transactional leadership is successful, it can develop into transformational leadership. Transformational leadership stimulates, excites, and, finally, inspires followers to high performance. The inspiration that followers get from a transformational leader is the best kind of inspiration–it retains a critical element so that followers are not merely blindly following their leader (as may occur with a charismatic leader). They are following because they believe in both the leader and the path. Diff: 3 AACSB: Analytical thinking LO: 12.4: Describe modern views of leadership and the issues facing today's leaders.

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141) In a short essay, describe two of the four specific leadership roles that team leaders play. Answer: (any two of the following) Team leaders function as liaisons with external constituencies. These may include upper management, other organizational work teams, customers, or suppliers. The leader represents the team to other constituencies, secures needed resources, clarifies others' expectations of the team, gathers information from the outside, and shares that information with team members. Team leaders also function as troubleshooters. When the team has problems and asks for assistance, team leaders sit in on meetings and try to help resolve the problems. Troubleshooting may involve technical or operational issues, although in many cases the team members may know more about the tasks being done than the team leader. The leader is most likely to contribute by asking penetrating questions, helping the team talk through and clarify problems, and getting needed resources to tackle problems. Team leaders often function as conflict managers. They help identify issues such as the source of the conflict, who is involved, the issues, the resolution options available, and the advantages and disadvantages of each. By getting team members to address questions such as these, the leader minimizes the disruptive aspects of intrateam conflicts. Team leaders function as coaches. As a coach, a team leader's primary job is to get workers to perform at the highest possible level. Team leaders clarify expectations and roles, teach, offer support, and do whatever else is necessary to help team members keep their work performance high. Diff: 3 AACSB: Analytical thinking LO: 12.4: Describe modern views of leadership and the issues facing today's leaders. 142) In a short essay, discuss how emotional intelligence (EI) affects leadership. Answer: Recent studies indicate that EI–more than IQ, expertise, or any other single factor–is the best predictor of who among a group will become a leader. The five components of emotional intelligence–self-awareness, self-management, self-motivation, empathy, and social skills–all contribute to enabling an individual to become a leader. The more of these traits a person seems to have, the higher he or she typically can rise as a leader. EI has been shown to be positively related to job performance at all levels. When really top performers, so called "star performers" in organizations, are compared with ordinary leaders, the difference between the two categories seems to be almost entirely due to EI factors. Diff: 3 AACSB: Analytical thinking LO: 12.4: Describe modern views of leadership and the issues facing today's leaders.

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143) This is the dimension of trust that includes technical skills. A) integrity B) loyalty C) openness D) competence Answer: D Explanation: Competence refers to the technical and interpersonal skills and knowledge that a leader has, making that choice the correct response. Integrity refers to how truthful and honest a leader is. Loyalty refers to how willing a leader is to protect followers. Openness refers to how willing a leader is to share important ideas and information. Diff: 2 AACSB: Ethical understanding and reasoning LO: 12.5: Discuss trust as the essence of leadership. 144) This is the dimension of trust that includes how reliable a leader is. A) integrity B) competence C) consistency D) loyalty Answer: C Explanation: Consistency refers to whether or not a leader has good judgment, and how reliable and predictable the leader is, making "consistency" the correct response. Integrity refers to how truthful and honest a leader is. Loyalty refers to how willing a leader is to protect followers. Competence refers to the technical and interpersonal skills and knowledge that a leader has. Diff: 2 AACSB: Ethical understanding and reasoning LO: 12.5: Discuss trust as the essence of leadership. 145) This is the dimension of trust that includes how honest a leader is. A) integrity B) openness C) loyalty D) competence Answer: A Explanation: Integrity refers to how honest and truthful a leader is, making "integrity" the correct response. Openness refers to how willing a leader is to share important ideas and information. Loyalty refers to how willing a leader is to protect followers. Competence refers to the technical and interpersonal skills and knowledge that a leader has. Diff: 2 AACSB: Ethical understanding and reasoning LO: 12.5: Discuss trust as the essence of leadership.

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146) Which of the following is NOT a reason that the importance of trust has increased in today's business climate? A) Job performance is related to trust. B) Job satisfaction is related to trust. C) Only 60 percent of U.S. employees trust their leaders. D) Downsizing has eroded the faith that workers have in their leaders. Answer: C Explanation: Job performance and satisfaction are clearly related to trust, so those two choices are both valid reasons for why trust is important. The erosion of faith for workers in their leaders has also made trust more important than ever in today's world, making the choice regarding downsizing a valid reason for why trust is important. The choice regarding 60 percent of U.S. employees trusting their leaders is inaccurate because the actual percentage value of employees that trust their leaders is 39 percent, making that choice the correct response. Diff: 2 AACSB: Ethical understanding and reasoning LO: 12.5: Discuss trust as the essence of leadership. 147) Trust is the belief in the integrity, character, and ability of a leader. Answer: TRUE Explanation: Trust has five dimensions: integrity, which includes honesty, competence, consistency, loyalty, and openness. Diff: 2 AACSB: Ethical understanding and reasoning LO: 12.5: Discuss trust as the essence of leadership. 148) Of the five dimensions that make up the concept of trust, loyalty seems to be the most critical. Answer: FALSE Explanation: Integrity, rather than loyalty, appears to be the most important element of trust. Diff: 2 AACSB: Ethical understanding and reasoning LO: 12.5: Discuss trust as the essence of leadership. 149) Research has shown that a majority of American employees trust the leaders of the companies they work for. Answer: FALSE Explanation: According to a survey, only about 39 percent of U.S. employees claimed to trust their executive leaders, which is considerably less than a majority. Diff: 2 AACSB: Ethical understanding and reasoning LO: 12.5: Discuss trust as the essence of leadership.

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